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| Criterion |  Operations Change Analysis |  Decision Making Red Teaming |  Operations Fault Tree Analysis |  Decision Making Argument Mapping |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | For a critical top event with several possible triggers, the method logically models failure paths. It makes visible which combinations of conditions can lead to damage. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | 45-120 min | 1-4 h | 2-6 h | 1-3 h |
Participantsdifferent | 2-6 | 3-8 | 3-8 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Challenge Findings, Risk Register, Mitigation Plan | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | RiskDecisionSensemaking | RiskRoot causeSafety | SensemakingDecisionRationale |